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By Charles F. Herbert

Placer mining in Alaska had a desultory inception at Sumdum in 1869 and, during the years 1880 to 1896, received thin nourishment from the readily exhausted gold placers at Juneau and the longer- lived deposits in the Circle, Fortymile, and Rampart Districts. Finally, in 1897, the great Klondike discovery in Canada's Yukon Territory brought thousands of gold seekers to the Far North. These men, in successive, far-reaching gold rushes, found the large, rich gold deposits at Nome, Fairbanks, and Iditarod, as well as many smaller placers. The hectic rushes during the years from 1898 to 19 10 were comprised of hundreds, sometimes thousands, of "stampeders," as they were called. Since very many Alaskan creeks, from the crest of the Brooks Range in the north to the Pacific Ocean in the south, carry at least a few flakes of gold, there was ample seed to start a new stampede. Of the 100s of reported "strikes," nearly 50 became more or less important placer mining districts; by 1910 they had produced about 184.2 fine Mg (6.5 million fine oz) of gold; the all- time peak production year was 1906. A few of the miners and prospectors prospered, but the total value of all gold produced failed, by a wide margin, to cover the aggregate costs incurred by them in the undeveloped Territory of Alaska. On the other hand, the traders with their readily salable supplies of food, tools, and hardware and the freighters with their teams of dogs or horses and boats of all kinds profited throughout the era of stampede.

Jan 1, 1991

By Victor F. Hollister

Porphyry-type deposits are characterized by mineralization in, as well as adjacent to, an igneous body, usually a porphyritic stock. One deposit style includes both mineral dissemination and mineralized veinlets, and both porphyry copper and porphyry molybdenum deposits are characterized by dissemination and veinlet control of ore minerals. Those gold deposits that occur in stocks, with gold occur- ring in veinlets and disseminations within the stock, clearly are can- didates for consideration as porphyry gold type. Porphyry copper and porphyry molybdenum deposits are also characterized by potassic, phyllic, argillic, orpropyllitic alteration or some combination of these alteration types. Where two or more alteration zones are present, these are arranged in a sequential outcrop pattern. Gold occurring in dissemination and in veinlets in as well as adjacent to stocks, and which also occur in typical pervasive porphyry alteration suits, constitute a clearly defined class of deposit that fits the definition of a porphyry gold type. Porphyry copper deposits may carry appreciable gold. Porphyry copper-gold deposits are known from all porphyry copper provinces. This chapter is intended to cover porphyry gold occurrences that may have little or no copper or molybdenum as economic concentrations.

Jan 1, 1991

By Victor F. Hollister

This report summarizes data available on the Fort Knox gold deposit to the end of 1989. It is presented courtesy of Fairbanks Gold, operator of the Fort Knox mine. The ore body and the data base are being expanded in 1990, but this summary is pertinent for inclusion in a case history volume that, in part, stresses porphyry-type deposits. Fort Knox is a pluton-hosted gold deposit 22.5 km (14 miles) northeast of Fairbanks, AK. It is easily accessible from Fairbanks, and ultimately it will be the largest open pit gold mine in Alaska. The Fort Knox pluton has an interesting historical record, and it has been discovered at least twice. Fig. 1 shows the geology and location of major plutons in the Fairbanks mining district.

Jan 1, 1991

By P. M. Fozzard

The Chaucha porphyry copper/molybdenum deposit was discovered by a United Nations team of geologists working with a ?counter- part" team of staff of the Ecuadorian government's General Directorate of Geology and Mines (DDGM) in July 1968. The exploration program formed the latter part of phase I work plan of a two-phased exploration project financed by the United Nations Development Programme and initiated in late 1964. The author was a team geologist during the period 1965-1967 and subsequently project manager for the period 1968-1972. The Chaucha property lies some 10 km (6 miles) east of the north- south-running western boundary of what was known as Operation Area No. 5. This area of some 10 500 km2(4050 sq miles) is a square truncated to the southeast and centered on the city of Cuenca, the major provincial capital (Azuay Province) of southern Ecuador. The eastern half of the exploration area is dominated by the Cretaceous- Tertiary sedimentary valley (basin) of Cuenca (Caar-Azuay) and its related drainage area. The western half, in which Chaucha lies, is dominated by the high Cordillera Occidental volcanic plateau and the western erosional valleys of the Andes draining to the Pacific. The valley that dominates the eastern part of the area [I500 m (4920 ft) above sea level] is transected by the Pan-American Highway. Because of increased agricultural activity associated with the Cuenca Valley, the area is reasonably well covered by a road network of varying quality. The high western area up to 4000 m (13,120 ft) in altitude is largely barren and completely inaccessible by vehicle. The geological reconnaissance map of the region is shown in Fig. 1.

Jan 1, 1991

By J. D. Pitts

Long distance slurry pipeline systems for steam coal, iron concentrates, copper concentrates, and limestone, first used nearly 60 years ago, are now transporting nearly three billion ton-miles annually. At this time a phosphate concentrate pipeline is nearing start-up and systems for transporting coking coal, lead/zinc concentrates, and fly ash are planned. The solids pipeline concept was first patented in the early 1900's and put into practice in the 1950's. Table 1 summarizes the major elements of several presently operating commercial systems. Increased control system sophistication has been accompanied by significant drops in control equipment size and cost, as illustrated by recent cases of pipeline operation with progressively more advanced level of control: 1) The Consolidation Coal (Ohio) and Savage River (Tasmania) iron concentrate pipelines started in 1957 and 1967, respectively, used simple hard-wired control logic. 2) The Black Mesa (Arizona) coal slurry pipeline commissioned in 1971 added a hard- wired programmable logic controller for some of the start-up and shutdown routines. 3) Two years after its start-up in 1974 the Pinto Valley (Arizona) copper concentrate pipeline was tied into the concentrator digital computer system for data logging. 4) The Samarco (Minas Gerais, Brazil) iron concentrate pipeline which came on-line in mid-1977 was the first slurry system to use a dedicated supervisory computer for its control. Communication to remote areas was via micro- wave and buried cable.

Jan 1, 1979

By Peter E. Hart

The search for mineral deposits is a difficult high-risk enterprise whose likelihood of success is influenced by a great many factors. Among the most important of these factors are the knowledge and judgment brought to bear on an exploration problem. If, for example, a panel of expert highly experienced geologists could be convened to examine every prospect, it is at least plausible that fewer deposits would be overlooked in the exploration process. Unfortunately, whether a project is undertaken by a private company or a government agency, it is not usually feasible to convene such a panel. Our purpose in this chapter is to describe an experimental system of computer programs called PROSPECTOR that is intended ultimately to provide expert consultation on problems of mineral exploration and resource evaluation. Ideally, PROSPECTOR would serve as a surrogate for a panel of expert economic geologists. However, because the cost of computation is very low and is projected to drop by a factor of about 100 over the next two decades, systems like PROSPECTOR could be made available to the exploration enterprise at large. When consulting about a prospect, the PROSPECTOR system first gives the field geologist an opportunity to tell the program about the most significant features of the site: the major rock types, minerals, and alteration products. The system then compares these observations with a number of stored models of various types of ore deposits and forms alternative hypotheses about the types of deposits that might be present. The system next engages the geologist in a dialogue in order to obtain additional data that would be useful in resolving the multiple hypotheses. The geologist can interrupt the system at any time to obtain clarifications of questions, volunteer additional data, request the reason a particular question has been asked, or obtain a general summary of the state of the consultation process.

Jan 1, 1979

By Robert F. Hauck

This chapter discusses a new technology for computer control in open-pit mine operations: the real time automatic dispatching of manually driven trucks to shovels. The monitoring of truck activity is accomplished by detection of local radio signals. Computer-operated directives are communicated to drivers by remote controlled digital display units inside the truck cab. The production objective is to maximize tonnage in a cost effective manner. The problem is formulated in the appendix and the solution method is briefly described. Side conditions such as maintaining delivered ore grade aims, balancing waste to ore volumes to keep within stripping ratio tolerances, and meeting production rate requirements temporarily established for certain shovels are also discussed. Experience with a developed event- to-event simulator applied to analyses of several North American mining operations using this technique is summarized. Complete systems employing this technology are now under- going installation at mine sites in Canada and the United States.

Jan 1, 1979

By C. B. Manula

A method for the feasibility assessment of open-pit operations using conventional shovel/ truck systems to mine steeply pitched coal seams has been applied at The Pennsylvania State University. Three computer models were developed for the analysis: a geology and reserves model (GEOL), an open-pit materials handling simulator (OPMHS), and a cash flow model (CASH) (Manula, Albert, and Burgos, 1976). GEOL provides the basic mining data; OPMHS simulates shovel/truck performance related to pit profiles and average mining locations to provide productivity rates needed to size the system; and CASH provides either a selling price or rate of return (ROR) for the product. The general flow of information generated by these models is shown in Fig. 1. Since the ratio of overburden-extracted to coal-produced places a definite economic limit upon a mining venture, geological data must be analyzed with the least possible manual effort to minimize computational errors. This is especially true if the property contains several seams that are steeply pitched. In this situation, a computerized analysis is by far the most efficient and effective method to determine coal reserves and waste tonnage. This chapter describes the reserve model developed at Penn State and provides an example to demonstrate its application.

Jan 1, 1979

By L. Barry Phelps

The complexity of surface mining operations is increasing as attention is directed towards mining larger tracts of lower grade, higher cost deposits. Large tonnage requirements from these mines necessitate utilization of many large pieces of equipment. This equipment must be utilized efficiently, with production maintained at or near designed capacities. Basically, the problem is to select, size, and schedule equipment to maximize profits and minimize adverse environmental impacts (Anon., 1977). The time, manpower, and cost limitations required to analyze a wide variety of situations and alternatives in planning surface mines have been sidestepped with the application of simulation methods using a digital computer. Since a simulator can be programmed to represent the situations which are to be analyzed, many alternatives can be evaluated in a relatively short time. Input variables are easily changed and the resulting changes which take place in the system can be analyzed. When standard methods of analyses are applied, weeks and many man-hours are involved in analyzing large-scale mining operations. At the same time many simplifying assumptions must be made since these operations are dynamic and transient. Hence, it becomes difficult to make sound engineering decisions and take proper and timely corrective action in the absence of simulation methods. This chapter is concerned with the application of one such method, namely, the open-pit materials handling simulator (OPMHS) developed by the Mining Engineering Section, The Pennsylvania State University (Manula, Albert, and Ramani, 1977).

Jan 1, 1979

By D. W. Niosi

In this chapter, a review is made of the various stages of an exploration program, mineral rights acquisition methods and the partners involved in an agreement, the after- tax cash flow approach using present value discounting principles, the establishment of computerized financial models for assistance during the negotiating stages for a mineral property, and the various evaluation techniques and their specific applications during different phases of an exploration program. A set of examples is shown encompassing the initial target-seeking stages to the ultimate feasibility study stage.

Jan 1, 1979

By C. B. Manula

The total systems model for underground coal mine planning and design (Master Design Simulator) is a set of computer programs which encompasses a realistic reproduction of the interaction among the geological, environmental, equipment, methods, and the health and safety aspects of the mining plan (Manula, Rivell, and Ramani, 1975). The total system includes nine major subsystems: geology and reserves, methane generator, roof support, subsidence, production, rail haulage, cost, water generator, and ventilation (Fig. 1). The subsystems themselves are divided into two categories based on the frequency with which they are executed: (1) event-oriented subsystems are executed either independently or at discrete intervals when certain specific events occur; and (2) dynamic subsystems function interactively during the production cycle, transferring data to or requesting data from event-oriented subsystems only when specific events occur (Fig. 2). Each subsystem has been tested and validated independently (Ramani, White, and Sutton, 1974; Ramani and Owili-Eger, 1974; Manula, Mozumdar, and Jeng, 1974a; Manula, Mozumdar, and Jeng, 1974b; Manula, et al., 1974; Manula, Rivell, and Sanford, 1974; Ramani, McClay, and Burgos, 1975; Manula and Owili-Eger, 1975; and Ramani, Owili-Eger, and Manula, 1975).

Jan 1, 1979

By Don Minard

Management support systems are extremely important to mining management to enable them to operate their company as a business. Management must give attention to the financial, maintenance, materials, and other reporting and control systems that are necessary to successfully operate a mining company. This subsection describes the management support systems that are critical to most mining companies. In this introductory review, the major objectives and functions of these management support systems will be introduced. The following topics will expand on the functions and key concepts as well as other considerations in each of these systems areas. Additionally, this introductory review will touch upon the unique environment that mining companies find themselves in from a management and personnel standpoint and the effect of this environment on management systems. Additionally, specific keys to successful systems installations and acceptance in the mining industry are discussed.

Jan 1, 1979

By James C. Franklin

Companies are constantly searching for more effective methods of controlling and reducing costs. In recent years increased emphasis has been placed on cost reporting to the middle manager and down to the first-line foreman because this is the place where the money is really spent. Traditionally, operations management has been relegated to using cost systems designed by financial management for the use of financial management. They reflect the machinery necessary to produce profit and loss statements, and so-called cost reports emanating from these systems frequently have a heavy orientation toward product costing rather than the cost that an individual manager or foreman actually controls. In addition to direct operating costs by function or product type, they often include overhead allocations from local operations as well as from the home office. This type of full-absorption costing has many worthwhile uses but is of little or no use to operations management for cost control purposes. It is particularly discouraging to many supervisors because it includes so many categories of cost over which they have little or no control. It is for this reason that modern, aggressively managed companies are increasingly moving in the direction of responsibility cost reporting. It is the objective of responsibility cost reporting to report only direct operating costs over which the individual manager or foreman has complete control, thus facilitating cost control by fixing responsibility for cost.

Jan 1, 1979

By William Wraith

The availability of computer resources and data management technology, together with the prudent use of scientific management concepts, has made it possible to achieve important improvements in the control of maintenance and materials activities in the mining and minerals processing organization. The introduction of minicomputers and. the greatly improved efficiency of computer systems in general have put the use of computer technology within the reach of even the smaller mining companies which probably could not have afforded them just five to ten years ago. A number of progressive companies have implemented computer-based maintenance, purchasing, and supply inventory control systems. Using modern safety stock, demand forecasting, parts reliability analysis, and other control concepts, these new systems have helped minimize production losses by reducing the frequency and severity of supply shortages and unplanned repairs. At the same time, these systems are helping to conserve scarce capital resources by better utilization of supply inventory investments, reduced expenditures for maintenance, less frequent equipment replacements due to improved maintenance reliability, and greater capacity utilization of existing facilities.

Jan 1, 1979

By Kent G. Homewood

The well-being of any company is directly related to the well-being of its employees and to the effectiveness with which the personnel resource is managed. In an era when personnel management has steadily become more complex, there is an increased awareness of employee information systems at all levels of management due to: (1) regulations enacted by federal, state, and local government agencies; (2) technological advances within the mining industry which have resulted in the requirement for highly skilled personnel; (3) increasing concern for the confidentiality of employee information; and (4) management's need for information for planning purposes to control costs and for early recognition of trends and potential problems. In the past it was sufficient to maintain records manually. Today computers are necessary to provide information on short notice and effectively manipulate large volumes of' data. This discussion will describe the following aspects of employee information systems: (1) collection and maintenance of information, and (2) applications which include employee health, salary administration, management re- sources, and labor negotiations.

Jan 1, 1979

By W. Blake, J. Whyatt

Sixty years of rockbursting in the Coeur d’Alene district has taught painful lessons and led to a number of practical advances in controlling rockburst hazards. This paper summarizes those lessons, concentrating on practical measures that have been successfully adopted to reduce hazards. These lessons are explained in the context of district mining history and current understanding of rockburst phenomena. Overall, the paper provides the practicing mine engineer with an appreciation of rockburst hazards and an overview of practical measures that can be used to control these hazards in the context of Coeur d’Alene district experience.

Jan 1, 2002

By David Martell, Wilf Ingram

For over 100 years mine hoists have been used in Cape Breton Coal mines which are situated on the eastern coast of Canada. Most of the coal seams have been inclined and as the mine advanced, longer lengths of haul were required. This paper describes the successful operation of slope hoists with rope capacities of up to 6100 m (20,000 ft.) at Cape Breton Development Corporation. A general description of the hoists is given. The braking systems, controllers and man riding cars used are discussed. The operational problems of using such long lengths of rope are described.

Jan 1, 1981

By Tim O’Neil

“America’s mining industry brings good jobs to communities across America and provides the energy, minerals and equipment that are vital to our economic security and our way of life.” That was the surprise videotaped greeting from President George Bush at the official opening ceremony of MINExpo 2004in the Las Vegas, NV Convention Center. Jack Gerard reinforced the upbeat mood at MIN-Expo. He praised Nevada Gov. Kenny Guinn for his support of the mining industry, the state’s largest manufacturing sector. Gerard is the president and chief executive officer of the National Mining Association, the sponsor of MINExpo 2004.

Jan 1, 2004

By L. Whitby-Costescu

The Shebandowan mine and concentrator, with a capacity of 9072 t/week (10,000 st per week), was opened in 1972 after several years of environmental study and planning. The mine is located in a popular vacation cottage .area about 96 km (60 miles) west of Thunder Bay, Ontario. Undertaken before environmental assessment procedures had become an established requirement, Shebandowan is one of the first Canadian examples of effectively integrating environmental work into overall planning. Although it is an underground mine, many of the environmental considerations are common to open-pit operations, and hence, it provides a case history for the use of all mine planners. Computers can play a part in such studies by simulating the annual production of mine wastes, by on-line polling of environmental sensors and by processing sensor data. Early attention was focused on establishing base-line conditions in a two-year water quality monitoring program. Since production began, water quality monitoring has shown that mining has not caused any significant changes. However, mine drainage disposal arrangements had to be modified in the light of operating experience. There is no townsite associated with the mine, and workers commute from established municipalities. Harmonious relations have been achieved with local cottage residents after their initial fears were dispelled. Plans are ready to begin revegetating the tailings when a sufficient area of dry elevated tailings has been accumulated. Rehabilitation of the land disturbed during development was begun before start-up and was completed during initial operations.

Jan 1, 1979

By John E. Frost

The Gibralter Mines Ltd. complex is 61 km (38 miles) north of Williams Lake in central British Columbia, Fig. 1. The discovery of these deposits evolved in stages such that each stage revealed a bigger piece of the elephant. When the elephant was mostly revealed, Placer Development Ltd. brought the property into production. Although Gibralter is aporphyry copper deposit, it is certainly not a typical one. Copper and minor molybdenum mineralization occur in a foliated and saussuritized quartz diorite. Ore bodies tend to be tabular in form because foliation exerts a major control on localizing mineralization. A generalized geologic map of the Gibralter-Pollyanna area is shown in Fig. 2. Mineralization was first identified in 1917 in the Pollyanna area. Several shallow pits were sunk on flashy, but low grade, lenticular quartz veins. Duval Corp. made the initial commercial discovery, the Pollyanna ore body, on what were then called the Pollyanna claims. These claims, staked by R.C. Glen and C. Gennis in 1963, were the first to be optioned by Duval in British Columbia in October 1964. Placer Development joined Duval in late 1966 as a 50% joint venture partner, and after optioning the adjoining Gibralter claims, proceeded to evaluate and develop the four ore bodies that make up the Gibralter deposit. The Gibralter claims south of the Pollyanna claims provided the name for the Gibralter deposit.

Jan 1, 1991